Their Eyes Were Watching God 4 :: essays research papers

Unlike The Odyssey or any other epic tales, Their Eyes Were Watching God has a different perspective of what a hero is. In this novel, Hurston writes a story about an African-American woman named Janie Crawford whose quest is to find her identity and desire as a human universe to be loved and appreciated for who she is. Her quest to fulfill those desires is not easy since she has to overcome so many obstacles and challenges in her life. A superiority that her nurse posses over her to determine Janies own life when she was a teenager and being a beautiful accessory to the glory of Joe Starks are rough of the experience that she encounters. She also has to make some sacrifices. And yet, just like any other heroes, at the end, she returns to her home with a victory on her hands. Janie who continually finds her being defined by other people rather than by herself never feels loved, either by her parents or by anybody else. Her mother abandoned her shortly later on giving birth to he r. All she had was her grandmother, Nanny, who protected and looked after her when she was a child. But that was it. She was even unaware that she is black until, at age six, she saw a word picture of herself. Her Nanny who was enslaved most of her lifetime only told her that a woman can only be happy when she marries someone who can provide wealth, property, and security to his wife. Nanny knew nothing about love since she never experienced it. She regarded that matter as unnecessary for her as well as for Janie. And for that reason, when Janie was about to enter her womanhood in searching for that love, Nanny forced her to marry Mr. Logan Killicks, a much older man that can offer Janie the protection and security, plus a sixty-acre potato farm. Although Janie in her heart never approves what her Nanny forced her to do, she did it anyway. She convinced herself that by the time she became Mrs. Killick, she would get that love, which turned out to be wrong. Nannys biggest mistake is that she never consults with Janie about what she wants in life. Janies second husband, Joe Starks, is a repeat of Janies unhappiness in marriage. At first, Janie looked at Joe as a man who would offer her an escape from her loveless marriage with Mr.

Euthanasia: Humane and Dignified Essay -- Euthanasia Killing Argumenta

Advances in modern medical technology have served to deny people the right to die, and euthanasia, it may be argued, has emerged with the economic consumption of reclaiming that right. Euthanasia, which is delimitate as granting painless death to a hopelessly ill patient with a non-curable disease, is a very controversial issue (Russell 3). Illegal in all countries, except the Nertherlands, it is still practiced all over the world in an attempt to give people the right to a painless, and natural, death (Emanuel 1). In short, the advances in modern medicine and its techniques, have created a situation whereby peoples lives are artificially extended, despite the fact that they could be in an unretrievable coma or paltry from an incurable chronic illness, leading increasing numbers of people to keep euthanasia, as an option for a humane and dignified death.While there is a tendency to treat euthanasia as a single concept, it is actually a very general one involving dickens distin ct methods and practices. In general terms, it is defined as the mercy killing of a person, that is to say, the intentional and express termination of a life whose quality is such that it is not worth living (Kluge 132). In more specific terms, euthanasia is either active and positive, or passive and negative, with both being further defined according to whether they occurred voluntarily, involuntarily, or nonvoluntarily. That is, whether it occurred according to a persons wishes, or against his wishes, or simply without his wishes due to his being in a condition where he cant express himself.In examining the different forms of euthanasia, it ultimately exits clear that both voluntary and non-voluntary passive, or negative, euthanasia do not violate honorable principles as they act in such a way that they basi prefigurey restore mans right to death. This form of euthanasia means discontinuing or desisting from the use of extraordinary life-sustaining measures or heroic efforts to prolong life in hopeless cases when such prolongation seems an unwarranted adjunct of either suffering or unconsciousness (Russell 20). That is, it is an action that has the purpose of allowing death to occur naturally, whereby it becomes very difficult to criticize passive or negative euthanasia according to good and religious arguments. This form of euthanasia, although it can occur without ... ...ed before carrying it out.When reviewed from ethical perspectives, it becomes increasingly difficult to defend the artificial extension of life, and to reject passive euthanasia. If one were to study the doctors role as a healer, or a reducer of pain and suffering, it would seems that medical technology actively prevents the fulfillment of this role. Thus, the objective has become the extension of life, through unnatural and artificial means, regardless of the hopelessness of recovery, or the pain and suffering experienced by the patient. It would not be an exaggeration to call this unethical, both from the religious perspective and the medical one. According to the first perspective, it is unethical insofar as it interferes with Gods wishes that a person die. In semblance to the second, the unethical aspect emerges from the fact that many doctors are no longer fulfilling their professional duty to reduce suffering but are, in reality, prolonging and intensifying it. Thus, to support passive euthanasia means supporting traditional religious and medical ethics. That is, the simple right to a natural and humane death, with as little extension of suffering as possible.

Essay --

Diabetes mellitus is one of the common diseases of the hormonal system. Diabetes is a disease caused by a number of factors such(prenominal) as due to complete or partial loss of insulin production or complete or partial loss of its action or both. some(prenominal) the type of diabetes, the main feature of all types of diabetes is ideal level of blood glucose termed as hyperglycemia. A disease forming alterations in capillarys basement membrane thickening, elevation of matrix of vessel wall and proliferation cell leading to the vascular complications such as narrowing of the lumen, and early atherosclerosis. Diabetes is found to be related with the sumptuous generation of atherosclerosis that affects the arteries involve in the circulation to the heart, brain and lower extremities. As well as diabetic myocardial disease, is one of the complications of diabetes. Diabetes founds to affect about carbon million people all over the world. The conditions of diabetes leading to the int roduction and generation of microvascular disorder that is results by the destruction of the small blood vessels and macrovascular disorders that results by the destruction of arteries. In diabetic patient the major reason of inability and death is the vascular disease mainly atherosclerosis.Diabetes elevates the risk of generating coronary, cerebrovascular and peripheral disease. The alteration in the endothelial wall, vascular smooth muscles and functionally active platelets all lead to the pathophysiology progressing to vascular disease. The key factors that are the risk factor for the pathogenesis of vascular complication are elevated blood glucose levels, glucose intolerance, elevated lipid profile and hypertension. Deliberating various long term and threatening diabetic... ...vel also found elevated in the diabetic individuals as equivalence to the non diabetic individuals. All platelet indices like PLT, PCT, MPV and PDW are associated with the determination of platelet acti vity, in which elevated MPV and PDW has been documented as main a factor that is associated with the complications of thromboembolic. In previous study elevated MPV and PDW has been found with very poor control of glyceamic index. In previous study it is documented that elevated levels of MPV, PDW, and CRP in diabetic distaff as compare to the male with diabetes, developing thromboembolic complications. Positive relation in between glyceamic index controlling determining factors (FBG and HbA1c) and the indices of platelets (MPV, PDW) demonstrates that HbA1c and platelets indices can be used as alternate indicator for the diagnosis of diabetic complications in early state.

The Ramist Logic of Edward Taylors Upon a Spider Catching a Fly Essay

The Ramist Logic of Edward Taylors Upon a Spider Catching a FlyLike separate Puritanical writers of his generation, Edward Taylor looked to nature and utilized it as an sheath of a belief system that he had already deemed factual. The use Ramist logic here may be irrational to many. The very essence of logic commands that we must first look toward nature and hence draw conclusions from it. In his work, Upon a Spider Catching a Fly, Taylor applies his doctrine in advance by using the interaction between an arachnid and a certain contrasting insect as an example of the Calvinist theory of predestination the belief that ones fate cannot be influenced by ones works or earthly deeds. It is also part of his belief system, however, that a persons prosperity on the earthly plain could be a testament that that individual is already a member of the elect. Taylor interprets a natural situation with a personal hermeneutics with which he selectively reads situations that serve to enforce his beliefs.Upon introducing the central character of the spider in the first stanza, Taylor immediately questions the driving force that causes the spider to behave in the way it does. To spin a web out of thyself /To catch a Fly?/ For Why? Such a beginning immediately petitions the reader to question the nature of things. In the first line, Taylor refers to the spider as the venomous elf in order to plant the idea that the spider is an evil entity. The spider then becomes representative of the Christian devil, Satan, who instinctively casts his web amidst any of the unfortunate beings who would enter into his sphere. This devil image is further enforced in the seventh stanza when he refers to the predator as Hells spider. The spider ca... ...bility to do so, objet dart the fly has been created defenseless with no option but to fall victim to the spider. These two insects serve as a metaphor for the two differing castes of humans within the Calvinist school of thought. The wasp is representative of the elect those who are predestined to enter into the kingdom of heaven while the fly is representative of those who are doomed for damnation from the point of their incarnation. Within the animateness of the wasp, it is evident that it surpasses the fly, just as the Calvinists believed that the elect were more successful in life than other humans. This idea of predestination did not come from the observation of the trials and tribulations between two insects and an arachnid. It was just the opposite. The situation was sited only after it fulfilled the requirements to serving as an example of Taylors belief system.

History Of Cable Television :: Television TV

The History Of Cable TelevisionThe 1940s and 1950s Cable Television originated in 1948 as a service to ho use of goods and servicesholds in mountainous or geographically remote areas where reception of over the air television signals was poor. Antennas were erected on mountaintops or other high points, and homes were wired and connected to these towers to receive the broadcast signals. By 1950, 70 transmission line forms served 14,000 subscribers nationwide. In late 1950s, when cable system operators began to take advantage of their ability to pick up broadcast signals from hundreds of miles access to these distant signals changed the focus of cables role from superstar of transmitting local broadcast signals to one of providing new programming choices.The 1960s by 1962, almost 800 cable systems serving 850,000 subscribers were in business. Not surprisingly, the growth of cable through the importation of distant signals was viewed as competition by local television stations. In r esponse to broadcast industry concerns, the FCC expanded its jurisdiction and placed restrictions on the ability of cable system to import distant television signals. This action had the effect of freezing the development of cable systems in major markets.In the early 1970s, the FCC continued its restrictive policies by enacting regulations that limited the ability of cable operators to offer movies, sporting events, and syndicated programming. The freeze on cables development lasted until 1972, when a policy of piecemeal cable deregulation led to, among other things, modified restrictions on the importation of distant signals.Throughout the 1970s, concerted industry efforts at the federal, state and local levels resulted in continued lessening of cable restrictions. These changes, couples with cables pioneering to satellite communications technology, led to a pronounced growth of services to consumers and a substantial increase in cable subscribers.In 1972, Charles Dolan and Gera ld Levin of Sterling Manhattan Cable launched the nations first pay-TV network, Home Box Office (HBO). This venture led to the creation of a national satellite dissemination system that used a newly approved domestic satellite transmission. Satellites changed the business dramatically, paving the way for the explosive growth of program networks.The second service to use the satellite was a local television station in Atlanta that broadcast primarily sports and classic movies. The station, owned by R.E Turner, substituted its existing microwave distribution with satellite distribution, and soon became known as the first super station WTBS.By the end of the decade, nearly 15 million households were cable subscribers.The 1980s while the pitch of programming via satellite was evolving, the 1984 Cable Act effectively deregulated the industry, stimulating investment in cable plant and programming on an unprecedented level.

History Of Cable Television :: Television TV

The History Of Cable TelevisionThe 1940s and 1950s Cable Television originated in 1948 as a service to households in mountainous or geographically remote areas where reception of over the air television signals was poor. Antennas were erected on mountaintops or other graduate(prenominal) points, and homes were wired and connected to these towers to receive the broadcast signals. By 1950, 70 business systems served 14,000 subscribers nationwide. In late 1950s, when cable operators began to take advantage of their ability to pick up broadcast signals from hundreds of miles access to these distant signals changed the focus of cables role from one of transmitting local broadcast signals to one of providing new programming choices.The 1960s by 1962, more or less 800 cable systems serving 850,000 subscribers were in business. Not surprisingly, the ontogenesis of cable through the importation of distant signals was viewed as competition by local television stations. In response to broad cast industry concerns, the FCC expanded its jurisdiction and placed restrictions on the ability of cable system to import distant television signals. This action had the outlet of freezing the development of cable systems in major markets.In the early 1970s, the FCC continued its restrictive policies by enacting regulations that limited the ability of cable operators to offer movies, flashy events, and syndicated programming. The freeze on cables development lasted until 1972, when a policy of gradual cable deregulation take to, among other things, modified restrictions on the importation of distant signals. end-to-end the 1970s, concerted industry efforts at the federal, state and local levels resulted in continued lessening of cable restrictions. These changes, couples with cables pioneering to satellite communications technology, led to a pronounced growth of services to consumers and a substantial increase in cable subscribers.In 1972, Charles Dolan and Gerald Levin of Sterli ng Manhattan Cable launched the nations first pay-TV network, Home Box Office (HBO). This venture led to the creation of a national satellite distribution system that used a newly approved domestic satellite transmission. Satellites changed the business dramatically, paving the carriage for the explosive growth of program networks.The second service to use the satellite was a local television station in Atlanta that broadcast principally sports and classic movies. The station, owned by R.E Turner, substituted its existing microwave distribution with satellite distribution, and soon became known as the first super station WTBS.By the end of the decade, around 15 million households were cable subscribers.The 1980s while the delivery of programming via satellite was evolving, the 1984 Cable Act effectively deregulated the industry, stimulating investment in cable plant and programming on an unprecedented level.

Management and Leadership Essay

AbstractThis paper describes the difference between loss leadership and get alongment, followed by an examination of the role responsibility of leaders in creating and maintaining a healthy organizational culture. It explains that a leader is someone who can offer a compelling invitation for others to take action, while motorbuss manage and accomplish work through others. Todays leader needs a multitude of characteristics nevertheless most important is the ability to develop a vision and to articulate it. This paper critically examines and articulates key conceptual and practical differences between leadership and management through an depth psychology of the differences in the form, function and solve mathematical processes which underpin these complementary organizational roles. It attempts to show that while management involves a key responsibility for leadership, effective management also needs to include the proficient application of other power bases which underpin the wider influencing tactics of effective leadership.Management and LeadershipTodays organizations become more complex, more ambiguous, and more unpredictable. So how should managers and leaders respond to these challenges?Along with the world is changing constantly, everything has been changing, like the Internet and information revolution, globalization of economies, demographics and ageing population, decrease in new born babies and so on Changing is the trend of development of society. All kinds of environment such(prenominal) as investing, marketing, financing and operating environment has been changing for organizations.Leadership and management be deuce nonions that are often used interchangeably. However, these words actually describe two different concepts. Leadership is a facet of management and is just one of the some(prenominal) pluss a successful manager must(prenominal) possess. Care must be taken in distinguishing these two concepts. The main aim of a manager is t o maximizethe output of the organization through administrative implementation. To achieve this, managers must undertake the following functions Organizing, planning, leading and controlling.A manager cannot just be a leader he also needs formal effectiveness to be effective. For any quality initiative to take hold, senior management must be tortuous and act as a role model. This involvement cannot be delegated. In some circumstances, leadership is not required. For example, self-motivated groups may not require a one leader and may find leaders dominating. The fact that a leader is not always required proves that leadership can be just an asset and is not essential for certain groups or organizations.Managers think incrementally, whilst leaders think radically. Managers do things right, while leaders do the right thing (Ikeda, 2003). This means that managers do things by the book and follow company policy, while leaders follow their own intuition, which may in turn be of more be nefit to the company. A leader is more emotional than a manager. Men or women are governed by their emotions rather than their intelligence. Leaders stand out by being different. They head word assumption and are suspicious of tradition. They seek out the truth and make decisions based on fact, not prejudice. They have a preference for innovation.Often with olive-sized groups, it is not the manager who emerges as the leader. In many cases it is a subordinate member with specific talents who leads the group in a certain direction. Leaders must let vision, strategies, goals, and values be the best guide-post for action and behavior rather than attempting to control others. When a natural leader emerges in a group containing a manager, conflict may arise if they have different views. When a manager sees the group looking towards someone else for leadership he may feel his authority is being questioned.Groups are often more loyal to a leader than a manager. This loyalty is created by the leader taking responsibility in areas such as Taking the blame when things go wrong, celebrating group achievements, even minor ones,giving credit where it is due.The leader must take a point of foreground the successes within a team, using charts or graphs, with little presentations and fun ideas. Leaders are observant and sensitive people. They know their team and develop mutual agency within it.The leader is followed, the manager rules (The University of Edinburgh, 1997).A leader is someone who people naturally follow through their own choice, whereas a manager must be obeyed. A manager may only have obtained his position of authority through time and loyalty wedded to the company, not as a end of his leadership qualities. A leader may have no organizational skills, but his vision unites people behind him.Management usually consists of people who are experienced in their field, and who have worked their way up the company. A manager knows how each layer of the system work s and may also possess a good technical knowledge. A leader can be a new arrival to a company who has bold, fresh, new ideas but might not have experience or wisdom.Leading, often confused with managing, is the process of creating a vision and motivating people to achieve certain goals. On the other hand, managing is the process of organizing, planning, controlling, and leading hence, leadership is a characteristic of managing but managing is not necessarily a function of leading. Often employees prefer employers to express roles of leading over those of managing. If given the choice, most people would rather follow a leader than managed by a manager. To manage is to control and manipulate. To lead is to guide, influence and persuade. In todays business world, both management and leadership skills are vital, but its important to use them in the proper manner things are managed and people are led (Iscoe, n.d.).For employers to be successful it is imperative that they distinguish the difference between managing and leading and are able to express all functions of management (leading included), for if they do not profit maximization is hindered and failure inevitable.For leaders to influence others to become interested in their vision often they need to put some attention toward creating a healthy organizational culture. This is important because when an employee feels comfortable in their work environment it is more likely that they develop loyalty and interest for their employer. Unfortunately, due to costs and miss of regulating standards for creating a healthy organization culture many employers express unwillingness and look towards other creative means to improve employees health. So many companies find it easier to try to fix the employee than the organization. Focus on employees unhealthy behaviors poor diets, smoking, lack of exercise. Promote self-management of health. Thats todays typical control strategy, but it does nothing to address the deeper or ganizational ills (Johnson, 2001).Another creative way to maintain a healthy organization culture is to offer, at the employees expense, authorized absence (leave). This has been a common occurrence from those that I know who are in the Navy. Employers will allow an employee to take, at their own expense, additional time as indispensable off when stress levels are high. I believe that employers do this in attempts to avoid morale drop that could arise out of employees having health problems (some relating to stress). As distant as leaders and managers having to be responsible for creating a positive work environment, it is by their own choice and in their best interest. They must make the cost-benefit analysis to decide if expenses are worth an increase in constitution of employees. Unless employers are literally doing something immoral to employees, a positive atmosphere can often be overlooked.In conclusion, leadership is an important function of management and is essential if one wishes to be triumphant. For my captain his leadership was enthralling to anyone that he met, making him and his crew more interested in furthering his career in the military. Creating pride in employees job and using your position as a leader or a manager to excel organizationalgoals and influence employees to work towards positive goals either for themselves or the organization is my vision of healthy organizational culture.ReferencesUniversity of Edinburgh (1997). The Difference Between Management And Leadership.Retrieved April 30, 2005 fromhttp//www.see.ed.ac.uk/gerard/MENG/ME96/Documents/ initiation/leader.htmlIkeda J. (2003) Addressing the Leadership Crises Clarifying Leaders Responsibilities.Retrieved April 30, 2005 from http//www.linkageinc.com/company/news_events/link_learn_enewsletter/archive/2003/11_03_leadership_ikeda.aspxIscoe, S. (2004) Link to Success Management Versus Leadership. Retrieved April 30,2005 from http//linktosuccess.com/success-articles/management.htm lJohnson, D. (2001). Creating a healthy workplace for todays stressed-out employees.Retrieved April 30, 2005 fromhttp//www.ishn.com/CDA/ArticleInformation/coverstory/BNPCoverStoryItem/0,2164,62212,00.html

Do Gender Role Stereotypes exist in children(TM)s fairy tale stories?

I am currently working on a piece of sociological coursework which requires me to explore the relationship between childrens fairy news report stories and gendered roles.From birth biological differences exist between males and females. Sociologists refer to this as sex differences. As we grow older these differences between males and females involve more than biology they are gendered. Gendered roles are learned. They guide us to behave and perform in ways which gather our gender role stereotype. This is achieved via the process of socialisation.When talking in relation to the nature vs. nurture debate, sociologists believe that our gender roles are nurtured by our parents, societal expectations and media influences.The main design of my coursework is to convalesce out if gender role stereotypes exist in childrens fairy tale stories. I aim to do this by looking at the ways in which fairy tale images transform into guided behaviours.My additional aims in which I will investigat e include* Being able to perplex out what massages cock-and-bull story stories send to unripenedsters from a sociological point of view.I have headstrong to investigate gender role socialisation because I am extremely fire in the role played by clubhouse in the development of this. Furthermore, I would like to find out what makes these stereotypes so common and how fairy tale stories portray gender roles in relation to the images it presents to young children. Sociological research also concerns the roots of gender role within society. Therefore, it would make sense to describe how these sociologists have expressed their views on this specific topic.For example, Teya Cherland is a sociologist who researched the topic of gender role stereotyping in fairytale stories and, she made it clear that the insecurities evolving approximately many young children is growing as they watch and read more and more fairytales. Sociologists believe that we arent born to be boys and girls we l earn our gender roles as we grow older. This is a genuinely sentimental point because in my coursework I indispensability to explore gender role stereotyping from a Nature vs. Nurture perspective.My Secondary SourcesI have decided to focus on more or less entropyary sources in order to find out what other sociologists think about my chosen topic. The following sources will dish up me to gather some crucial study to help me meet my overall aim which is to find out if gender role stereotypes exist in childrens fairytale stories. I also want to understand this topic from a sociological point of view and therefore, I will also be using these sources to find out if what I have discovered pairs up to other sociologists discoveries.My first results came from an article called Ecclectical. The article was written by a sociologist called Teya Cherland and was publicised in April 2006. In it, Teya explained that young boys and girls hide themselves away from reality because fairytales m ake them feel insecure of the true beauty that exists within them. Other than this, she outlined that boys and girls find it hard to select reality from the so-called dream world that they visualise from watching T.V. She said, Childrens literature plays a key role in shaping a childs perception of those around her/him and the world they live in.She then carried on saying it is vital to understand how they view real life This made it clear, her belief was that fairytale stories deliver ruin messages to young kids and make them feel a certain way which can build on their insecurities. This links in with my aim because in my coursework I want to involve some sociological processes and this article brings up the issue of the Nature vs. Nurture debate and helps me to find a way how to link young childrens influences into my query.My second source came from an article titled Sex Roles. This particular article was written by Angela M. Gooden and was publicised In July 2001. In the artic le it was outlined that childrens books are served as a socializing tool that passed to the next generation. To explain, in her article she said the following, Childrens books have the potential of altering perceptions and possibly helping to change lives This relates back to my investigating because the article explains the fact that children are influenced by societies teachings and, one of my smaller aims are to be able to find out if children are influenced by the images they see and the things they teach when watching fairytales.My third and last source came from a text called Gender identities. This text was written by a sociologist named commiseration and the year of its publication was 2006(April 21st)Ruth investigated on different sociologists own thoughts about gender role and found out that according to the 1990s, boys and girls are directed to different subjects from an early age. She found that from some people stick to the idea that, Teachers pay more attention to bo ys than girl in the classroom and that the term girl power Ignores continuing structures of inequality. Much of her information supported the idea that the way in which boys and girls are brought up affects they way they feel about gender role stereotyping when their older.The following quote was mentioned in the article. Murdock (1949) and Parsons (1955), who were functionalists, some(prenominal) thought that women and men had inbuilt differences that made women more suitable to be carers and men to be breadwinners. This links in with my investigation because in order to find out whether gender role stereotypes exist in childrens fairytale stories, I need to understand the true meaning of the term gender role and how society portrays it which is provided for me in this source. Overall, all of my chosen sources have enhanced my understanding on my chosen ton topic. I am now able to use this information to help me to answer and evaluate my essay title.

Balanced Scorecard: Management Control System Essay

Balanced circuit card means different things to different people. At one extreme, measurement-based balanced plug-ins ar simple dashboards of performance measures sort into categories that are of interest primarily to an administrations managers and executives. Typical categories include monetary measures, and customer, process, and fundamental law capacity measures. Measurement-based scorecards almost always report on in operation(p) performance measures, and offer little strategical insight into the way an organization creates value for its customers and other stakeholders.At the other extreme, a strategic performance scorecard system is an organization-wide integrated strategic planning, concern and measurement system. Strategy-based scorecards align the work people do with corporate vision and strategy, and communicate strategic intent passim the organization. In other words, these systems incorporate the culture of the organization into the management system. In strat egy-based scorecards, performance measures are only one of several important components, and the measures are use to better inform decision making at all levels in the rganization.In strategy-based balanced scorecard systems, performance measures are the result of thinking intimately business strategy first, to measure progress toward goals. In strategy-based systems, the first question to answer is the strategic question Are we doing the right things? The operations, process, and tactical questions come later on Are we doing things right. Over the preceding(a) decade balanced scorecards have evolved from systems that simply measure performance to holistic strategic planning and management systems that overhaul manage and track strategy execution.Despite this ontogenesis, the majority of balanced scorecards that we have seen over the past 10 years use a just sanctify me the measures philosophy. These measure-centric dashboard scorecards are interesting, but not very robust an d not nearly as helpful as they could be. These scorecards remind me of the old Wendys commercialized Wheres the beef? Strategy-based scorecard systems, on the other hand, create a strategic thinking mentality in an organization, and can help lift the organization and its workforce to a higher, more performance-oriented way to think and work.Each organization is fantastic, and there is no one scorecard fits all solution. This article describes how to develop a strategy-based balanced scorecard system for engine room companies. Well share some lessons learned from developing strategic performance scorecard systems in dozens of businesses and industries over the past 10 years. The Balanced Scorecard as a Technology Companys Strategic Planning and Management arranging Technology family management teams are challenged by Rapidly shrinking product cycles Recruiting, retaining and rewarding engine room talent Making and communicating critical product development decisions Trackin g the evolution of customer feature demands and use models Disruptive, enabling technologies that can invalidate products or entire business models In addition, executives rarely communicate the strategic manner in which the business is being directed. The typical result is disagreement and misalignment in how these challenges are perceived and addressed throughout the company. Any technology company strategy postulate to embrace these challenges. Strategy is a companys go up to achieving its visionits the organizations game plan for success.One thing the technology companys strategy of necessity to define is how it will measure product planning and development success. Strategy needs to define how ideas are modern into opportunities. Passionate technology workers need to know why their ideas and views were embraced, delayed, or discarded. Strategy must describe the timing of such considerations, so that investments in programs underway are protected from an ill-timed innovation capturing the minds of employees. Similarly, programs that are off track need to sound alarms so that corrective action can be taken.Strategy needs to guide when and how to sound those alarms and ensure necessary corrections are taken. Strategy needs to dictate tracking customer feature evolution, and if the company wields the core technology its products need to be successful in the marketplace. Using a balanced scorecard as the strategic planning and management framework allows a company to deal with these and other issues that matter to creating value for customers and stakeholders, such as process efficiency, financial performance, and organizational capacity and readiness.Starting with a strategic view of how the organization creates value for customers, a scorecard system links strategy to what must be done operationally to be successful. Good scorecard systems focus on the critical few performance measures that provide real business intelligence and contribute to the achieve ment of operational excellence, employee excellence, and business success. But more important, these systems focus on the elements of strategy that can be made actionable strategic objectives that are the building blocks of strategy. Developing a Technology Company Balanced Scorecard SystemThe logic of building a scorecard system and using the system as the organizations strategic planning and management framework starts with an sense of the organizations customers and stakeholders, and their needs. The management team then develops and validates the strategic components of the management system. The components include mission, vision, core values, strategic perspectives (i. e. , performance dimensions), strategic themes and desired strategic results, strategic objectives, an organization-wide strategy map, performance measures and targets, and strategic initiatives aligned with the objectives.Strategy is the common thread through the scorecard system and forms the basis for commu nicating the organizations approach for gaining competitive advantage (for a business), or in the case of a public or non-profit organization, for improving mission efficaciousness for stakeholders. The finished strategy-based balanced scorecard system translates customer needs, mission, and values into organization goals, strategy, objectives, performance measures, and new initiatives.In a strategy-based scorecard system, strategy is analyzed through four performance dimensions (perspectives) financial (stewardship for government and non-profits), customer/stakeholder, business processes, and organization capacity. A key strategy development step is the creation of several high-level strategies (i. e. , strategic themes), associated strategic results, and strategic objectives for each theme. Strategic themes are aligned with the organizations vision and mission, and the themes strategic result describes a high-level outcome of successfully implementing the strategic theme.Usually three or four themes define the business strategy of the organization at a high level. Examples of strategic themes include Customer-Focused available Excellence, Market Driven Technological Excellence, Strategic Partnering, and Growth Through Innovation. Many other themes are possible, and the selection of vision and aligned strategic themes and results make for unique performance scorecard systems for different organizations. Another key development step is the creation of strategic objectives the DNA of strategy.Objectives are expressed as continuous emolument actions that can be documented, measured, and made actionable through initiatives and projects. Once developed, objectives are linked to form a strategy map. A strategy map shows diagrammatically how the organization creates value for customers, stakeholders, and employees. The strategy map is constructed by linking strategic objectives using cause and effect relationships. A strategy map is one of the most effective c ommunication tools an organization can use to build transparency, alignment, and a focus on results.

AO2/A03 How Steve Brankin manages people, finances and resources with in Asidua Essay

AO2/A03 How Steve Brankin manages people, finances and resources with in AsiduaIn Asidua the management of people, finances and resources under Steve ar central to c are victory. He undertakes this huge managerial task in a number of ways. Interviewing Steve gave me a great insight into these methods.Managing PeopleRecruitment, Retention and Training of Employees.Employees in Asidua begin to go through a short listing process and a job interview. demarcations are advertised on their website, Asidua.com kike the example in addendum 1 showing the job va rout outcy for an Experience NET Designer. Steve depart also make sure that this job is advertised properly so people cap qualified of doing the job discount apply.Another method of recruitment overseen by Steve is the advertisements of job vacancies at career fairs for example the UUJ Engineering and IT Careers Fair which is held at Jordanstown University. (See appendix 2) at this event Asidua pick up prospective graduates an d placements to discuss future opportunities with Asidua. This is an excellent way of recruitment as Steve can see the level of employees that stupefy exactly come out of higher study. This fair at Jordanstown is the perfect place for this as it would appeal to a number of high per arrive ating graduates. advertize in relevant places for example, Universities and schools. On the Asidua website they offer graduates at Queens a scholarship worth up to 25,000, which includes at least eight weeks paid summer work between each academic year, a guaranteed paid industrial placement in year three and after completion of industrial placement, the opportunity for paid snap off-time work during the academic year. (See appendix 3) This creates a official corporate image for Asidua as it show they invest in education and Asidua believe it is beta. It also nub Steve can employ people straight out of university as they will understand Asiduas aims and the graduates willbe trained through the scholarship. allocation roles and responsibilities to all levels of employees After advertising these posts, Steve starts the application process. For e in truth(prenominal) job within Asidua completes a Job Description, Person Specification and a Job Outline, all these are discriminate of the application process. Applicants use these to see whether they are suitable for the job, and whether certain qualities are met by the applicants. (See appendix 4 application form) tone at the application it shows that employees within Asidua have high level of expertise and experience due to the large occur of space left on the form for culture.The application form specifically asks about the applications personal interests professional organisations they have been involved in and it also asks them to mention skills they have gained. For all these sections there is a large box to fill out, this shows us that Steve is looking for people that have high expertise and also that they have an interest or a dear for some amour. This large amount of information is an efficient way of short-listing people suitable for the job in question. The applicant Curriculum Vitae is also further help in the application process.The Job Description shows the Job Outline and Personal Specification for an Experienced NET Developer in Asidua. You can download these from the Asidua website and they hand over lots of information for the applicant.Looking at the Job Description it clearly shows that a lot is expected of the person applying. Asidua offer lots of employment bring ins, for example a 5% bonus per annum, pension scheme, annual leave, salary sacrifice scheme (childcare vouchers), flexible operative, sick absence, death in service and health insurance. These working conditions are very high are going to make staff very motivated and this is why Steve has these in place, and this is why in March 2011 Asidua became the first employer to be shortlisted doubly for the prestigious University of Ulster Placement Employers of the Year Award. (See appendix 6) Being awarded this shows Steve strong managerial skills.Form looking at the Job Description it is clear that Steve isnt besides interested in their qualifications he pays great attention to their personal attributes, requiring employees to be open-minded, flexible, have good communication skills and being able to work as part of a team. This shows that Steve wants his employees qualities to create a very effective and profitable work force.Motivating and developing staffOnce all this criteria has been met, it is very serious that Steve keeps the motivating of staff at high levels. This is mainly done by investing in employees maturation at Asidua, making sure that they are all keeping strong communication to maintain morale. Methods of fostering that Mr Brankin will use will encourage employees to update their unbroken skills in a regular basis which will lead them to enhancing their overall work.Th ere are several motivational theories that we can look at. virtuoso of them is Maslows Hierarchy of Needs and Elton mayos Theory. (See appendix 7 and 8) Mr Brankin doesnt plan to motivate his staff under these theories, Human Resources will manage these. However many of the policies in these two theories may been shown, as long as they are relevant to Asidua when situations arise. By looking at these theories we can see how Steve as put them into practice in Asidua in many different ways.Strong communication within Asidua are how informal events such as their breakfast club, sports events and Christmas dinners. Employees will feel a sense impression of community when they are a part of these things. This shows that Mr Brankin and the Human Resources Department are using the line up methods similar to Elton Mayos theory, which clearly focuses on working conditions that are not affecting employees motivation. It is the employees interaction that gives them a sense of recognition.S etting clear objectives and receiving feedbackA manager such as Steve Brankin uses stodgy supervision, carefully dictating how his employees complete their jobs. The understanding that employees dislike work and responsibility and the only reason they are there is for the pecuniary reward. Giving employees praise is a positive and effectiveway to get employees working. Asidua do this by appraisal/performance management schemes. This enables objectives and training inevitably to be agreed at the start of the performance review cycle and reviewed as appropriate in the year. Steve has said in our questionnaire that feedback is an ongoing basis, and it is formally documented at the mid way point and at the end of the cycle.Another way Asidua set objectives is by setting task specifically suited to the employees skills, knowledge and experience, by doing this employees within Asidua will be precondition task that they are interested in and it meaning they will be completed to the be st of the persons abilities.Maslows Hierarchy of Needs has been ignored in Asidua as Steve Brankin uses it to look at the management in Asidua.He uses this theory as it has the idea that pick ups are essential for employees motivation. Physical of basis needs are met within Asidua with, salary, shelter and warmth. The second main need is security, which employees within Asidua will also feel as they will be working in great conditions and the employees have job stability. Mr Brankin shows employees that the bank line is under his management and proves that Asidua are investing in their employees long-term employment.Staff developmentStaff development is very important in Asidua this is because of employees long-term employment, which creates a sense of community within the tune. Employees relationship is excellent in Asidua as they are all well known and this can lead to high levels of motivation. The cost of recruitment is lowered because of this as there are a lot of stages tha t need to be taken into friendship for example short-listing. So the better developed Asiduas staff are the less employment is needed to replace prehistoric employees.Resolving conflict and maintaining moraleSense of belonging is important in Asidua. Steve puts a large emphasis onthe management style, the open door policy. This means that employees can openly and freely talk about their problems or concerns they may have or that may arise between employees, but all these issues can be resolved through training that managers receive to deal with these problems. Asidua have a Grievance and Harassment policy, this is where employees can report issues more formally.Opportunities with Asidua for employees to make decisions meet Maslows Hierarchy about self-esteem. Steves democratic management style means that this is being strongly met. Also employees decisions are listened to and not just thrown away. An example of this are the weekly meetings held in Asidua with Asidua with Mr Branki n and his employees. They also have the opportunity to feedback online, with different online forums. Employees opinions are valued, and they are a major part of the decision making process.Looking at how employees within Asidua are given license to carry out their own ideas, this shows that there is an extensive amount of training provided for the employees wanting to carry out their own projects or to press into the area that interest them the most. This management allows employees to keep their morale high as they have the freedom at work to do the things that interest them.Managing financeSteves management of finance is very important, just like any other management in Asidua it is clearly a very important factor of the whole blood line. Money that the business has and earns has to be distributed correctly thought out all the departments within Asidua. Without the correct finance management Asidua go into bankruptcy which is something Steve doesnt want to happen to his company .When Steve is managing finance, decision making is crucial, the financial systems employ within Asidua helping him make these important decisions.ForecastingForecasting gives Asidua a way to manage its finances in a way that they can see future revenues and expenditures. It looks at three main sections Receipts which Asidua expect to receive from sales.The payments of Asidua such as monthly costs including the rent and rates of their main business sites The net in/out amount of cash being overall difference between receipts and payments given an indication of how much money id left over by the end of the month.All this is vital to Steve so he can make sure any expected cash surpluses are use effectively and can also prefigure any future problems. Mr Brankin can then work to fix the problem so that they dont get forced into liquidation.This method of forecasting means that business are able to evaluate any liabilities which need to be met and use the budgets from the facilitate th e budget seen from this to facilitate Asidua in setting targets and then been able to measure performance against this by looking at variances which may arise in forecasting Steve can make important strategic decisions if from looking at Asiduas cash fertilise forecast it can be seen that their assets will not be able to meet liabilities this will cause Steve to make present(prenominal) action showing this method is extremely recyclable for him in the financial decision making process.Cash flow managementCash flow statements will similarly be used this Mr Brankin to assist in this decision making process. This cash flow statement is the actual record of receipts and payments in the business as opposed to those which are forecasted the shows the actual journeys the cash has gone through in Asidua overtime and will be used by Steve to evaluate and equalize these actual receipts and payments from the business with those forecasted in the cash flow forecast.It similarly uses a form of budget in Asidua as this record of cash flow in Asidua will allow Mr Brankin to plan any future cash flow requirements andallow him to make sure cash surpluses are used affectively. kindred forecasting if cash flow is not managed effectively the business could go into administration.Steve will also use profit and loss accounts to manage finance. Profit and loss accounts are basically a summary of the business is transaction over a given period of time normally 12 months deduction the get along expenditure from the total income. It is different from cash flow statement and forecasting in the way that is produced primarily for business purposes to show Asiduas stakeholders and potential partners in Asidua. This information is obtained by HM Revenue and Customs to solve out taxation. This account also give Steve a way to look at the business performance monitoring whether Asiduas actual performance is in correspondence with budgets.Financial decision makingthis is similar to prof it and loss accounts as it shows the businesses liabilities and assets in balance sheets. These are different as they show the value of Asidua on a particular day, the idea of this is to make sure that every day thing is balanced with Asidua. This means it must be updated constantly. However it is a brilliant method of finance management adopted by Steve Brankin. Making day-to-day financial decisions is very important.Profits and break even analysis. Giving advice on capital letter investment There are many different financial methods which Steve has not adopted. One of these is break even analysis. Break even is when Asiduas total revenue is equal to their total cost, by known the point these two meet is very important for Steve as he can aim to meet this break even point. This is the number of items which have to be sold to make a profit. It can also be used to avoid making a loss. This is because any amount of product sold under this point would mean that there is a loss made an d cost would not be covered.There is a margin of safety within break even analysis this is very useful as it shows the difference between the number of goods Asidua would have sold between the break even point and the selected level of activity. Thisis very practical for Asidua as it monitors how they are making a profit.When managing finance the decision of capital investment is also very important. Mr Brankin must invest time into looking at this as capital is very important factor of production. When Steve decides whether or not to invest capital into Asidua a number of factors must be thought of. For example when Steve puts forward the business plans to continue investment in Northern Irelands young talent, which they got three new scholars to join Asidua through their scholarship program. Those participating in the program had to go through serious high levels of application. This has its benefits as coming from this investment into the support of new IT and engineering student this will lead Asidua to high profit and success great than the initial cost of the program.Liaising with outside agencies e.g. upcountry RevenueSteve makes sure that Asidua liaises with several companies within Asidua this is mainly done for financial reasons. Asidua have links with Inland Revenue, they bring together the direct taxes and other duties of the business. It is important that areas for example finance is handled by specialists. The investment with Inland Revenue is very effective as they provide Steve with professional financial support.Managing other resources.Stave is in charge of the information systems within in Asidua. These are crucial for a business such as Asidua to run smoothly.Information systemsIt is evident that Asidua and Steve use information systems and are heavily involved in them. As a company that specialise in computers they used computer aided design to manage most of their information and capture diagrams.Desktop publishing is also used in Asidua to manage information. This is used in lots of businesses and is the software to create publication documents on a computer. This allows large amounts of books to be publishedand this method enhances Steves managerial skills for information.Linux operating systems is also used within Asidua. This operating system can be installed on a wide variety of computer devices including mobile phones. This shows that this operating system is very effective and Steve can use it in many ways.Maintenance and renewal assetsAsiduas website is one of their assets as it allows their stakeholders and those within Asidua to find out about the business, the employees, projects under consideration and events. This is an excellent way to promote the business as this is based on the high quality of the website and it is important for the businesss image.Apart from Asiduas employees having the benefit of being able to be updated via Asiduas public web page, the business also have an intranet system in pla ce. This system is Asiduas private vane created for employees which enables them to find items in their website easier. This has its benefits as it motivates employees and improves morale this asset provided by Asidua must be renewed and updated regularly under Steves management for success.

North and South

At the onset of the American Civil contend, following the secession of the South from the Union to take a crap the Confederate States of America, the coupling and South were two completely different worlds in terms of their way of life. Simply put, each region had a different close for itself, had moved in a very different direction over the past 100 years since the end of the Revolutionary period. When the Civil War began in 1861 the two armies that would meet in battle after battle throughout the turbulent, bloody years of the Civil War were as different as any(prenominal) two groups could be, disrespect the fact that they were from the same country, in terms of their geography, their politics, and their military, all of which were contributing factors in the ultimate outcome of the war itself.The geography of the two regions of the linked States can be linked to perhaps the major difference in terms of the two sides. In the North, where climates were colder, summers were sh orter, and the productivity of small landed estate was low, industrialization became a major part of their way of life. People in the north mostly lived in towns or cities, and their livelihoods depended on going to work routine at a factory or within some perseverance.They were used to taking orders and fulfilling them on a deadline. In the South, with their warm climate and long growing seasons, farming became a way of life. They lived an agrarian lifestyle, and therefore became more(prenominal) independent in terms of their views and thoughts. They had never had to answer to someone telling them what to do in the way that factory workers in the North did, which led to free-thinking and a sense of strong-willed independence. Their geography affected the way they thought and felt astir(predicate) themselves, and this would be an extremely important factor in the Civil War.The political climates of each region were affected by the types of mind sets that each group developed because of their ways of life. In the North, the prevailing idea was to create a strong and centralized national government that would supercede any of the politics of the individualistic states. The view was that the federal government would have to be stronger than the states so that the country could create a higher power, so to speak, in government that would establish rules, regulations, and laws that all states had to abide by.Basically, the North wanted the government to be a mini-version of working for a business in the North sight not questioning the decisions of the federal government, and instead patently obeying. This idea went against everything the agrarian, independent South stood for. Besides the institution of slavery, the issues went much deeper as southerners felt that only a local, state government could really know the issues and problems for their individual states, and only a state government was best to deal with it. The secession from the Union to create the Confederate States of America just prior to the Civil War is a perfect example of how serious the South was about this.Militarily, the North and the South were very different as well. The North had three-times the population of the South, which meant many more soldiers to help the Union cause if the war was long and drawn out. In the North people were used to taking orders and blindly following them in the South, people were much more independent-minded. The North also had one major advantage, the fact that they were industrialized and could quickly open and run factories to supply the army with any necessities, including weaponry and ammunition. This created a major divide in the two armies, that would end in a Union victory.The North and South were two completely different places, despite the fact they resided in the same borders. Their differences were too large to overcome without a war, and the Civil War was the cumulation of the politic and social bickering that had been h appening for years. It is hard to ideate the South winning in light of so much stacked against them, and the North was simply better prepared due to their way of life and their industry to fight a long-standing war.Works CitedNelson, Rebecca, ed. The Handy History Answer Book. Detroit Invisible Ink, 1999. 105-110.

Importance of Parental Involvement on the Academic Performance of Grade V-VI Pupils

P atomic number 18nt involvement is absolutely essential to student get throughment in check and in life. The overwhelming studies and research indicate that there are positive academic outcomes stemming from parental involvement with benefits beginning in early childhood throughout adolescence and beyond (Henderson & Mapp, 2002 Patrikakou, Weisberg, Redding, & Walberg, 2005).The impact that parents can have on their childs learning and achievement transcends income levels and social status. In fact, the most accurate predictor of a students achievement in school is not income or social status, but the extent to which that students family is able to 1. Create a home environment that encourages learning 2. Express high (but not unrealistic) expectations for their childrens achievement and future careers 3. Become involved in their childrens education at school and in the community. If two of these three criteria are accomplished, children of low income families will achieve at or ab ove the levels expected of middle class children.Parental involvement does not only mean that it leads to higher academic achievement, but to better attending and improved behavior at home and school as well. When school and home, work together collaboratively, and using a competent approach to education, it can install a huge difference in student achievement. Students value their education when they see the interest shown by their parents. When children achieve, everyone benefit.As children excel, the school is recognized, the teachers are recognized and the parents and other family members of those children are encouraged to extend their knowledge by going back to school. The purpose of this study is to reveal how important is parental involvement on the academic the process of Grade V-VI pupils at school. This aims to show the readers that parents can be a great supporter and a big help for their children to become inspired to study harder.

Stefan’s Diaries: Bloodlust Chapter 4

The car was pitch black, but our eyes, at present adapted for nocturnal vision, allowed us to pick out a path through the loads of sooty coal in the caboose. Finally we emerged through a doorway into what appeared to be a first-class sleeping car. When no one was looking, we stole a few shirts and pairs of trousers from an unattended trunk and put them on. They didnt fit perfectly, but they would do.As we ventured out into the aisle of the seating coach, the train rumbling beneath our feet, a lead grabbed my shoulder. Reflexively, I swung my arm at my attacker and growled. A man in a theater directors uniform flew backward and hit the wall of a compartment with athud.I locked my rally to keep my fangs from protruding. Im sorry You startled me and I trailed off. My voice was unfamiliar to my own ears. For the noncurrent week, most of my interactions had been in hoarse whispers. I was surprised at how human being I sounded. But I was much more powerful than my voice betrayed. I hoisted the man to his feet and straightened his navy cap. Are you okay?I believe so, the conductor said in a dazed voice, patting his arms as if to make sure they were still there. He looked to be about twenty, with sallow skin and arenaceous hair. Your ticket?Oh, yes, tickets, Damon said, his voice smooth, not betraying that we had been in a gallop to the death only minutes before. My brother has those.I shot an angry glance toward him, and he smiled back at me, calm, taunting. I took him in. His boots were muddy and unlaced, his linen shirt was untucked from his trousers, but there was something about himmore than his aquiline nose and aristocratic gibberthat made him seem almost regal. In that moment, I barely recognized him This wasnt the Damon Id grown up with, or even the one Id gotten to know in the past week. Now that we were hurtling out of Mystic Falls toward some invisible, unknowable point on the horizon, Damon had become someone else, someone serene and unpredictable . In these unfamiliar surroundings, I was unsure if we were partners in crime or sworn enemies.The conductor turned his attention toward me, his lip curling as he took in my disheveled appearance. I hastily tucked my own shirt in.We were rushing, and I drawled, hoping my Southern accent would make the words sound sincereand human. His goldfish- handle eyes bulged skeptically, and then I remembered a vampire skill Katherine had used on me to great effect haveling. . . . And I already showed you my ticket, I said slowly, willing him to believe me.The conductor furrowed his brows. No, you didnt, he replied just as slowly, taking extra care to enunciate each word, as if I were an especially dull passenger.I cursed silently, then leaned in ever closer. But I presented it to you earlier. I stared into his eyes until my own started to cross.The conductor took a step back and blinked. Everyone needs a ticket on their soul at all times.My shoulders slumped. Well uh Damon stepped in front of me. Our tickets are in the sleeper car. Our mistake, he said, his voice low and lulling. He didnt blink once as he gazed at the mans hooded lids.The ticket takers face went slack, and he took a step back. My mistake. Go ahead, gentlemen. Im sorry about the confusion. His voice was distant as he leaning his hat, then stood aside to let us walk into the gentlemens club car.As soon as the door shut behind us, I grabbed Damons arm.How did you do that? I asked. Had Katherine taught him how to drop his voice, gaze his victim in the eye, and force the poor lad to do his bidding? I clenched my jaw, wondering if shed mentioned how easy it had been for her to compel me. Images flashed into my mind Katherine widening her eyes, begging me to keep her secret, to s abstract my father from hunting her. I shook my head, as if to fling the images from my brain.Whos in charge now, brother? Damon drawled, collapsing into an desert leather seat and yawning, his hands stretched above his head as if he were ready to settle down for a long nap.Youre going to sleep now? Of all times? I exclaimed.Why not?Why not? I repeated dumbly. I held out my arms, gesturing to our surroundings. We sat among well-dressed men in top hats and waistcoats, who, despite the hour, were busily patronizing the wood-paneled bar in the corner. A group of older men played poker, while young men in captains uniforms verbalise over tumblers of whiskey. We went unnoticed in this crowd. There were no vampire compasses revealing our true identities. No one so much as glanced in our style as we sat down. I perched on the ottoman opposite Damon. Dont you see? I said. No one knows us here. This is our chance.Youre the one who doesnt see. Damon inhaled deeply. Smell that?The warm, spicy wind of blood filled my nostrils, and the thud of pumping hearts echoed around me like cicadas on a summer evening. Instantly a searing pain ripped through my jaw. I cover my mouth with my hands, looking wildly around to see if anyone had noticed the long canines that had shot out from my gums.Damon let out a wry chuckle. Youll never be free, brother. Youre tethered to blood, to humans. They make you desperate and needythey make you a killer.At the wordkiller, a man with a rust-colored beard and sun-dyed cheeks glanced sharply at us from crosswise the aisle. I forced a benign smile.Youre going to get us in trouble, I hissed under my breath.Yes, well, youve got only yourself to blame for that, Damon replied. He closed his eyes, house the end of our conversation.I sighed and glanced out the window. We were probably only thirty miles extracurricular of Mystic Falls, but it felt as though everything Id known before had merely ceased to exist. Even the weather was newthe rain shower had ended, and the autumn sun now poked through wispy clouds, penetrating the glass that separated the train from the outside world. It was curious While our rings protected us from the sun searing our flesh, the burning orb mad e me feel slightly drowsy.Pushing myself to stand, I took refuge in the dark aisles that led from compartment to compartment. I passed from walking between the plush velvet seats of the first-class cars to the wooden benches of second class.Finally, I made myself comfortable in an empty sleeper cabin, drew the curtains, closed my eyes, and opened my ears.Hope those Union boys get out of New Orleans and leave it to ourselvesOnce you see those beauties on Bourbon Street, your Virginia virgin wont look the sameYouve got to be careful. Theres voodoo down there, and some say its where demons come out to playI smiled. New Orleans sounded like the perfect place to call home.I settled into the makeshift bed, content to relax and let the train rock me into some sort of slumber. I nominate that I fed much better after I had rested.

Sampoerna Guiding Coalition and Anchoring Culture Through Acquisition

IN3N constitution DEVELOPMENT AND CHANGE MANAGEMENT TEAM PAPER SAMPOERNA command Coalition and Anchoring subtlety Through skill Disusun Oleh Adrien Lasserre(Bordeaux) Adhitya Anggripinanto(2009 02 2986) Kokoh Ronald(2009 02 3000) Shauma Nugroho(2009 02 3005) I. INTRODUCTION This paper consists of three parts organization background, analysis of chance on achievement factor, and recommendation. We capture before long the situation when learnedness happened. Judging from fact that skill was ensueed r separatelying it goals we identified that was two refer conquest factors.Guiding by Kotters Model we centraliseed on induceing command coalition and anchoring naked as a jaybird expire. As our objectives, we recommend close to action to Sampoernas wise chief executive officer which can improve variegate management in the organization after learnedness. II. ORGANIZATION BACKGROUND PT. Hanjaya Mandala Sampoerna (Sampoerna) is the biggest cig atomic number 18tte cat ch up with in Ind wizsia. In 2008, it can sell al most(prenominal) 73. 3 billion unit cigarette, quantifyd up to 33. 9 million rupiahs. These stats are the lastest among bare-assed(prenominal) competitors in the cigarette labor.With terrific merchandise brand deal Dji Sam Soe, A Mild, Sampoerna Hijau Kretek, etc, this confederation became an icon of cigarette perseverance in Indonesia. Sampoernas story of success is insepar satisfactory from the autobiography of its founding family. Sampoerna traces its origin to Liem Seeng Tee, a Chinese immigrant who founded the Company in 1913. At his home in Surabaya, Indonesia, he began producing and selling hand-rolled kretek cigarettes, named after the crackling sound they make as they burn. His small company was among the first to manufacture and mart kretek as easy up as non-clove cigarettes on a commercial basis.Kretek cigarettes cursorily grew in popularity. By the early 1930s, Liem Seeng Tee had inter convinced his family name and the name of his company to Sampoerna (Indonesian term for perfect). However, by 1959, three old age after the passing of Seeng Tee, and in the aftermath of Indonesias struggle for independence, Sampoerna was once more than on the wand of closure. In that year, Aga Sampoerna (Seeng Tees warrant son) was appointed to extend the company, and make headwayed in reestablishing and re structure the company. Agas second son, Putera besidesk over the helm of PT. HM Sampoerna in 1978.During Putera Sampoernas tenure, the company established itself as a unrestricted company with a modern corporeal structure, and embarked on a period of investment and expansions. During the move, Sampoerna consolidated its mail as one of Indonesias top-tier companies1. Sampoernas day-dream is embodied in the Three Hands doctrine. The philosophy embodies the business environment and Sampoernas role in this context. The Hands, which represent adult smokers, employees and business partners, and nightspot at large, are the three key s organizeholders the Company essential embrace to reach its goal of comme il faut the most respected company in Indonesia.They address each assort through (1) delivering high character reference cigarettes with fair value to adult smokers, (2) providing full compensation and functional conditions to employees and building a good consanguinity with business partners, and (3) giving back to the society at large. There are 225 large (28%) and 585 medium (72%) tobacco tie in industries in 2004 (Central Board of Statistic, 2004). From those companies, only three players leading the market with 68% market divide introduce 1. In 2004, Sampoerna took second bureau with 19. 91% market share compared to Gudang Garam 30. 25% and Djarum in third position with 18,26% (GAPPRI in Agnes, 009). These three players are competing directly to become a market leader in industry. Sampoerna is well crawl inn as an innovative company with creative marketi ng schema. We can see it from it phenomenal product called A Mild, the first low nicotine cigarette in Indonesia. May 18, 2005, Philip Morris International (PMI) acquired Sampoerna by buying 98% stake of the company at a price of Rp. 10. 600 per share or in total value of 18. 58 trillion rupiah2. This was non only surprising for the companys internal community only when throughout Indonesia. This acquisition is one of the largest foreign investments in Indonesian history (Taco, 2007).Even until today, the companys internal do not know accurately the underlying reason Putera Sampoerna sold this company. Probably, Putera Sampoerna had seen an opportunity to sell his company in high price. affect to Richter (2001 341), so we can call in this case, pressure comes from vision of its owner. just, possibly in that respect were several liaisons considered by Putera Sampoerna in making this bold finish. We analyze them comprehensively to identify the pressures approach by the compa ny. Putera Sampoerna true(a)ized that enceinte pressures were not only devolvered in his company but in any case in Indonesias cigarette industry in general.Those pressures were a) Government Mandate Pressure (Palmer et al, 2009 54). The industry has been experiencing great pressure as public cognizance of cigarettes negative impacts and demand to regulate them are increasing. One of the laws which regulate tobacco agree is legislation Prov. DKI No 2 / 2005 on the reign of air (Tempo, June 22, 2009). b) Geopolitical Pressure (ibid, 55) Cigarette industry also confront pressures from legion(predicate) non-government organizations such as Warga Indonesia Tanpa Tembakau (WITT) and Yayasan Lembaga Konsumen Indonesia (YLKI). This issue has become global.It is proven by the UN Conventions 2 Framework Conventions on Tobacco Control/FCTC. Indonesia has not ratified it yet. c) Hyper-competition Pressure (ibid, 57) The high competition market was also a strong factor that convinced Sampoerna to let go off the businesses. Although famous for its innovation, the company was not able to overtake the domination of Gudang Garam in the industry of clove cigarettes. Putera Sampoerna concluded that cigarette industry volition not stay profitable in the next. One striking fact convinced him was the slow growth of the industry. correspond to Adrian Rusmana, BNI Securities Head of Research, in the closing curtain three years, the revenue growth of tobacco companies in Jakarta channel Ex vary (JSE) was under the level of 10% -0. 3% in 2006 rate and 1. 9% in 2007 (Kurniawan, 2009). In the companys official statement, this acquisition provides an opportunity for it to take advantage from PMIs knowledge and experience from various countries over decades. In addition, the acquisition also brings resources, as well as new methods and procedures in the companys management (HM Sampoernas annual Report, 2005).For PMI, their acquisition could growing market power, avoiding t he cost of new product development, increase the speed of penetrating the market, and avoid the barriers to admittance (Agnes, 2009). After acquisition, company achieved its success. Within 1. 5 years, they reached first place in the national tobacco industry with 28. 3% market share in the year 2007 (see visualise 2, more detail in Exhibit 1). In the same year in November 2007, The Indonesian credit rating agency PT. Pefindo upgraded the Companys credit ratings from id AA+ to id abdominal aortic aneurysm with a stable outlook.This is the first clipping the Company achieve an id AAA rating. Revenue also showed a growing trend, accompanied by increased net sales and income of the company (PT. HM Sampoerna Annual Report, 2007). The acquisition also speed the companys business acceleration. In 2008, Sampoerna added more than eight Cigarette Production Partners, 15. 000 new employees, build a new factory in Jakarta, then pelintingan through partners increased by 8. 000 (PT. HM Sampoe rna Annual Report, 2008). From those facts we know that the management did the right action to achieve success.Their action proved to be effective ground on result they achieved. In early stages of acquisition, Martin Gray King takes the helm of Sampoerna. With his charismatic leadership style, like Putera Sampoerna did the organization growth rapidly in stable situation. Since May 27, 2009, joke Gledhill took leadership role in Sampoerna (www. vivanews. com). Now we can recommend him what else he can do to maintain and improve Sampoerna performance. Before that, we corroborate to analyze what make this acquisition works well. III. KEY SUCCESS FACTORS IN ACQUISITION OF SAMPOERNA The acquisition determination brings fears to Sampoernas employee.For most employees, the figure of Putera Sampoerna is not only perceived as a corporate leader, but also as a parent that is worthy comely to be considered as role. The acquisition feared would price the harmonious atmosphere that had be en created. Most of Sampoernas management was concerned in the decreasing of employees motivation. They were upset(a) that there forget be a reduction of employees (Yos Adiguna in SWA, 2007). Worker can produce 350 cigarettes/hour, sequence the machine is able to produce 8000 cigarettes/min. Thus, one machine is approximately equal to 1,500 people.Fears of uncertainty and cultural break are major challenge to management that needs a judge change management action. found on eight footmark model by Kotter, there are two main key success factors in this acquisition. First, they succeed in creating directive coalition. Second, they make cultural change come last not first. On this part, we discuss about what management did align with some concepts developed by Kotter. 1. Creating Guiding Coalitions The change idea in organization usually comes from collections of people who realize the importance of a change to be done by the organization in order to work better in the future.B ut the idea is not always accepted immediately by some elements of the organization, such as the employee, the owner, or the CEO. This happens although they already sense the urgency to change. Even the CEO would not be able to make some change if he just fends for themselves without any support from the employees. In Kotters Eight Step Process of Creating study Change, expression Guiding Coalition is one of the early stages of important thing to make a change, because in essence a change who wants to do will not run properly if the plan change will not get support from elements of organization.If the plan to change is supported by an influential pigeonholing of the company, the next process will be carried out more easily, especially in expanding the vision, care, strategy and conference of the change process (Kotter, 199651). All top executives considered this thing when decision gets final. Putera Sampoerna summoned all the leaders and gathered them in one big room to announ ce the acquisition decision. Putera Sampoerna directly builds coalitions to notify changes. All the people chase the Sampoerna family ansd no one questioned the reasons behind the decision.Putera Sampoerna directly coordinate all these leaders, calling them as change agents to deal the spirit as change agents to all Sampoernas internal parties, and ordered them to spread the nurture to the last(a) level within the organization (SWA, 2007). Realized this step should be arranged quickly, he make it quickly executed. Monday, 13 March 2005, the draft notification is made for the acquisition news sent to all employees of Sampoerna apace at 9 am. Velocity in the notification is small to prevent the rumors come from outside.After the in defining surpassd to all employees, then they understand. At the operational level there was nothing really changed, except for expansion. What will they discover may be more adherences to the rules and improved overlooked. That does not mean that o nce Sampoerna not adapt the rules, but the assertion that the rule is an area that could follow it becomes thick, because it is the value of Philip Morris. What makes Sampoernas change agent succeed in guiding coalition? Kotter express a strong guiding coalition needed one with the right patch, level of institutionalize, and shared objectives.In term of making right composition, first important thing is Putera Sampoerna and PMIs leader at that time (Martin King) impressd, engaged, and committed to the change. If Putera Sampoerna just let go without making a good coalition, maybe realities come contrary. Martin King continued his predecessor becoming the change leader in the organization so Sampoerna will ensure they wipe out leaders support for change. Putera Sampoerna also selected peoples who arrest strong position power, broad expertise and diversity, and high credibility within their bunch of influence.When the information has spread, there was immunity from some parti es, although a small number, including several directors. Some of them even chose to resign. Most workers accept the decision because management promised no changes in operations all will tranquil be working as usual. The resistance does not occur because of all the elements felt the certainty of their fate. Kotter (2009 163) stated that resistance can occur because of fears of status uncertainty. Besides, the lack of resistance is also due to the factors of good communication and high level of trust in employee.After they had sufficient reigning persons and mutual trust, now its time to deal with what new shared visions. In Kotter, we need to create shared vision in coalition when all the members of the group want to achieve the same objective and real teamwork become feasible. Vision in this term is related with Martin Kings vision about Sampoerna in the future. Martin King demanded Sampoerna to improve acceleration, starting from the quantity and lumber of products, as well as human resources, considering the very(prenominal) dynamic business changes. This is a key strategy of the future development of Sampoerna.Continuous improvement being implemented by the Sampoerna with employee development systems, management and control report, reciprocate & punishment, as well as information technology systems / IT (PT. HM Sampoerna Annual Report, 2005). Vision and mission are translated into the main target. One of the targets that best describes the spirit of change in Sampoerna is to become a market leader in the national tobacco industry in the next five years. After building a vision and make measurable targets, then for all elements have to work harder than before achieving it goals. 2.Culture Came Last Not First One of change challenge faced from acquisition is cultural modification (Palmer, 2009 105). In Sampoerna acquisition, the challenge is the cultural adjustment because both of two companies came from different countries, different area, different in operation(p) systems and procedures that can often lead to conflicts. The way in which this is managed can be a major antigenic determinant of the success or failure of merger. There will be a grow shock if it wasnt treating properly. The cultural is refers to norms of behavior and shared values among a group of people (Kotter, 1996).Norms of behavior are third estate or pervasive ways of acting that are found in the group and that persist because group members tend to behave in ways that teach these practice to new members, rewarding those who fit in and sanctioning those who do not. Shared value are important concern and goals shared by most of people in a group that tend to shape group and that persist over time even when group membership changes. In the big company such as PMI and Sampoerna, one typically finds that some of these corporate cultures affect everyone and that others are specific to subunits.The culture that exists in the organization is the most powerful for ced in change management, because (1) Individuals are selected and indoctrinated so well (2) The culture exerts itself through the actions of hundreds or thousands of people, and (3) It happens without more than conscious intent and thus is ambitious to challenge. Because culture so powerful, when the new practices made in a transformation effort are not compatible with the relevant cultures, they will always be theater of operations to regression. Management realized that the culture problem is one of the critical factors in the acquisition of the company.This will restrict the achievement of goals if the accumulation of it not at the right proportion. Therefore, he will not intervene in the existing culture and prefers to focus on the companys strategic plan forward. Sampoernas cultural remains will be preserved as such because prior to the acquisition, Martin considered that the culture in Sampoerna is already very good and strong a local company with international workings (SWA, 2007). This is also the reason why he only brought 14 of his staff and entrust some of the top management to the the previous leaders of Sampoerna. PMI, fundamentally from USA, has its American Culture.The style of American in being outspoken at giving opinion is very different to Javanese culture that tends do the contradictory. In American style, criticism is usually thrown frank and sometimes spicy but still in the context of work, not personal. On the other hand, Sampoernas staff is very polite, lack of courage in conveying thoughts in theme, and not straightforward. They are not call on the carpeting about right or wrong, but rather to complement each other. Other Javanese culture will be maintained by PMI. One is in terms of product douse time, raising the selling price, and a meeting with the Javanese calendar system.Other culture, such as its a tradition that Sampoerna always budget cost for the pawang hujan at the launch of its products. PMI which is a foreign com pany, although did not understand, still follows these tradition. This made the PMI headquarters confused when auditing the financial statements because of the unique cost. Martin, as PMI representative in Indonesia must apologise that this is common in Indonesia. PMIs culture was also signed to strengthen the existing Sampoerna culture. The use of incline is increasingly common not only in top management but also in the middle management both oral and written.In lingual matters, Martin did not have problem because he can speak Indonesian and Sampoerna himself always recommend English to be used by every employee (Hidayat, 2007). Culture acculturation can be seen in Exhibit 2. From those, referring Kotter, we can conclude that change in culture come to last not first. But, in this case we see in different point of slang that culture problem prevent early. They know it will caused problem, so they prevent it with choosing company (Sampoerna) which has similarity in culture. The fu ndamental similarity is that both companies have a passion to become the market leader.Also, both have a behavior and a willingness to improve them to perfection. When judging Sampoerna, PMI found that culture in Sampoerna is good and strong, so they dont need dramatic change, just little adjustment. Referring to Lewins theory of cultural formation (Kurt Lewin in Schein, 2004 319-329), acquisition of Sampoerna has four phases. Four phases are the explorations phase, unfreezing phase, merge phase, and freezing phase. The first phase, exploration, should already be identified where the cultural similarities and differences between the parties, and goodwill to achieve the best should remain preserved.The second phase is to turn off the old culture to the parties in the merger. The third phase is merging cultures, or the forming of cultural synergy, usually by defining a new culture, through education or training, coaching, mentoring, and so on. The fourth phase or freezing is realized by various artifacts such as logos, colors, physical appearances of the building, and so forth, as well as organizations system such as regulation, the definition of a new culture, reward & punishment, and furthermore, the stabilization is continue done by gathering activities, and so on.The first and second phase faced wisely by PMI so Sampoerna is now in the third stage, and was relatively easy to be done, because the critical point is in the second phase. PMI as the new owners did not implement their culture to be dominant. likewise Sampoerna with the Javanese culture, that has a desire to become more globally. IV. RECOMMENDATIONS The next year, the story of Sampoerna has dramatically taken a new direction the firm has suddenly moved from an Indonesian family-owned company to an American global company. As results, Sampoerna had to adapt itself and challenged major issues.The change process has been really flourishing and Putera Sampoerna passed the relay to Martin Kings and n ow to John Gledhill, avoiding too much troubles. Nevertheless, we can wonder what can be the reactions of the labor force if the company faced other issues in the future. For sure, even if John Gledhill is very skillful, he doesnt have the aura of two agent CEO. Then, the markets move more and more fast and conduct the company to adapt quickly. So, can the change process be implemented in the same conditions in the future? In other words, how the new CEO of Sampoerna can keep implementing successful change process in the future?Here are our recommendations. Building the Guiding Coalition The Sampoerna family has a really special place in Indonesian mind the successful story of the company and the charisma of its leaders had led to create individual governance under the control of monarch-like CEO. Indeed, despite of the increasing size of the company and fast-moving industry, what Putera Sampoerna said, people did. Now, the situation is definitely different in many aspects. First, John Gledhill cant have the same influence on the employees company as his predecessor.He is a foreigner, coming from a major global company and could be suspected not to focus on Indonesian interests, unlike Putera Sampoerna. Second, the tobacco industry is apparently an unstable sector. Law pressures, growing health considerations, strong competitions make the market more and more complex. Todays business environment distinctly demands an efficient decision making. Considering these two factors, it appears that leading the new company with the same leadership style could at least be very difficult and most probably impossible.So, to tackle that issue and build a relevant change governance structure, we can suggest John Gledhill to create a strong guiding coalition that can make change happen. As Kotter said, there are three steps in building strong guiding coalition. We recommend what CEO should do base on these. The first step of this process is to find the right people that means people with strong position power, broad expertise, high credibility, and overall leadership and management skills. Being sure of leadership skills of the change team members is a key to achieve the goals and special efforts to assure of it must be done.Considering the structure of Sampoerna Exhibit 3, we think that John Gledhill must involve each part of the organization to build the next guiding coalition. The first reason is that to be enough efficient, the guiding coalition has to be aware of all the aspects of the company. Indeed, in such a complex and fast-moving market, developing a vision and taking strategic decisions quickly and efficiently become more and more difficult. To succeed in the future, the CEO must draw on the specific knowledge of each departments top managers.In fact, with such a coalition, the information would circulate straightaway and in better conditions. The other reason that supports this choice is the fact that if each division of the differ ent departments are represented in the guiding coalition, then the trust inside the company would be reinforce. We consider that this kind of coalition is able to increase the feeling of sharing the same goals and doing things in the same direction. If people think that the quality of their job is fall because other departments dont go in the same way, they would low their efforts as results.So, concretely, we recommend John Gledhill to build the guiding coalition not only the director of each department but also the head of each subdivision. Considering the organization structure of Sampoerna, the coalition will consist of 25 persons. One parapet is to assure that the directors and managers have sufficient leadership skills to join the guiding coalition. We suggest John Gledhill measuring their mightiness to do the job properly and take the decisions required if not. That means dont hesitate in firing the weakest people and hiring good leaders to increase the efficiency of the c oalition.The next step of building a guiding coalition leans on creating trust among the team. Team building today usually has to move faster and Sampoernas CEO must conduct the process efficiently by using carefully planned off-site events with lots of talk and activities. The last step deals with the necessity to develop common goal inside the team work. Typical goal that can be chosen for Sampoerna is a commitment to excellence, a real desire to make their organization performs to the very highest level possible. Indeed, the common goal must be both sensible to the head and appealing to the heart.The combination of these elements leads to a powerful coalition with the capacity to make future change happen despite all the forces of inertia. Developing and Communicating A new-sprung(prenominal) Vision The success of the change process in Sampoerna must not hide the fact that some employees can feel uncomfortable with the growing uncertainty in the company. An acquisition is a maj or change in the mind of people, even if processes in operational level dont change in the first time. Martin Kings had to be aware of this issue and deal with decreasing the potential fears or skepticism inside the company.Now Sampoerna lead by John Gledhill and he has to aware those concern too. Developing and communicating a new vision is the solution to give to people the answer to their question. In fact, in order to implement future change in the company, vision is definitely essential. If new vision is not built, the feeling of risk and, so on, resistance to change could be an unsolvable problem when implementing a new change. Moreover, it allows simplifying many detailed decisions, it motivates people to take action in the right direction, and helps coordinate the actions of different people.We can recommend Sampoernas CEO secure that the vision is imaginable, desirable, feasible, focused, flexible, and communicable to be understood and shared by the whole company. For inst ance, next vision could be becoming a strong global brand able to develop itself on international markets. Then, to communicate the vision, John Gledhill and his guiding coalition have to respect key elements in the effective communication. Metaphor, analogy and practice session must be preferred to incomprehensible jargon and must be communicated many times under multiple forums (big and small meetings, memos, newspapers, etc).Furthermore, behavior from important people must be appropriate to reinforce the depicted object they have to act as examples, try to explain seeming inconsistencies, and listen to people interrogations. To sum up, the new vision or strategy of the company is an essential step to anticipate future change process. raft must understand and share the company vision to involve fully in the necessary change. Anchoring New Approaches in the Culture When Martin Kings took the head of Sampoerna, he underlined the fact that PMI believed in the former corporate cul ture.He said that the Javanese company was really adapted to the Indonesian market and that the new orientation of Sampoerna would still lean on the values built by the founders. Philip Morris, as a global company, is experienced in such an acquisition and executives are obviously aware of how anchoring new approach in the culture of a company is difficult. So they decided to take time before dealing with that sensible issue. Therefore, even if Sampoernas corporate culture seems to be efficient, PMI has to integrate little by little its own values.Indeed, being part of a global company means share a common main culture (particularities can obviously survive). We can recommend John Gledhill first to be patient the acquisition has just happened and people must be really sensitive regarding that kind of change. In fact, culture can be considered as the last step in change management process. Moreover dealing with culture issue is very difficult because of its own nature. Some aspects a re almost not visible and some others not at all. proverb that doesnt mean doing nothing we suggest John Gledhill to implement few changes in the approach of each step of the change process.That means he has to give to Sampoerna a Philip Morris Touch, especially considering efficiency and results. We think that managers and mid-level managers are able to disseminate the values if they are involved enough. To conclude, anchoring new approaches in the culture would be very difficult, John Gledhill must do it very patiently with a great humility if he wants to success. V. Conclusion Overall, the steps taken by management in conducting a post acquisition changes are very good, especially in a guiding coalition and cultural adjustment.In building a guiding coalition, management can create a coalition based on the right composition based on the strong position power, broad expertise and diversity, and high credibility within their circle of influence. In addition, management has succeede d in creating a level of trust between the members, and has a good capacity in shared objectives. Management also can overcome the cultural problems faced after the acquisition, the many cultural similarities that owned by PM and Sampoerna cause the process of cultural assimilation is not working too complicated.Although in essence PM have a different culture with Sampoerna, Management still retain the the old culture to avoid cultural shock within the organization. Bibliography Books Kotter, J. P. 1996. Leading Change. Boston Harvard patronage School Press Palmer, Ian. , Richard Dunford, and Gib Akin. 2009. Managing Organizational Change. New York McGraw-Hill Schein, Edgar R. 2004. Organizational Culture and Leadership. USA John Wiley & Sons. report and Magazine SWA Magazine. HM Sampoerna Padukan Budaya Lokal dan Multinasional. Kamis, 01 Februari 2007. ____________. Ketika Timur dan Barat Menyatu.Rabu, 06 Februari 2008. Tempo Magazine. Indonesia Pasar yang Menggiurkan Bagi Indus tri Rokok Asing. Senin, 22 Juni 2009. Electronic Reference Sampoernas website. http//www. sampoerna. com. Accessed at October 27, 2009. 16. 40 PM http//berita. liputan6. com/ekbis/200503/97974/ track=vidico. Accessed at October 27, 2009. 1530 PM http//bisnis. vivanews. com/news/read/61146-john_gledhill__dirut_baru_hm_sampoerna. Accessed at November 5, 2009. 1330 PM Kurniawan, Agnes. 2009. Why Putera sold his Sampoerna. Accessed at October 27, 2009. 1530 PM. ______________. 2009.Analisis Industri Rokok Nasional 2007-2008. Accessed at October 27, 2009. 1638 PM. ______________. 2009. Kenapa Philip Meminang Sampoerna dengan Mas Kawin SedemikianBesar. Accessed at October 27, 2009. 1630 PM. ______________. 2009. Perubahan Sampoerna di Tangan Philip Morris. Accessed at October 27, 2009. 1622 PM. Taco, Tuinstra. 2007. A New Chapter. Accessed at November 2, 2009. 1512 PM. Institution Central Board of Statistics, Indicator of large and medium enterprise, various years (the latest offspring w as in 2004) PT. HM Sampoerna Tbk. Annual Report 2005. Jakarta. 2006. __________________.Annual Report 2007. Jakarta. 2008. __________________. Annual Report 2008. Jakarta. 2009. Exhibit 1 NATIONAL CIGARETTE INDUSTRY MARKET SHARE 2003-2008 (in percent) COMPANY 2008 2007 2006 2004 2003 Djarum 18. 0 20. 4 17. 2 18. 26 18. 71 BAT Indonesia 2. 4 2. 3 2. 2 2. 54 2. 86 Others 22. hand-dye uniform, black dress. Batik uniform, black dress. Meeting date 9, 17, 29. Meeting date 9, 17, 29. Pawang hujan when launching products. Pawang hujan when launching products. Employee rather reluctant to talk with the boss ( Javanese Employee more outspoken sharing their opinion ( Straight to preferred manners. the point, provoked more sales-oriented, more creative, and more initiatives with a global outlook. At managerial level, everyday conversations in English quite a little are encouraged to become more high-achiever, with opportunity in career development, to branches of PMI in anot her country. inception SWA Magazine, February 6, 2008. Exhibit 3SAMPOERNA ORGANIZATION STRUCTURE pic 1 Cited from companys website http//www. sampoerna. com accessed at October 27, 2009 16. 40 PM 2 Cited from http//berita. liputan6. com/ekbis/200503/97974/class=vidico accessed at October 27, 2009 1530 PM pic Source Annual Report, 2005-2008 Figure 1. Sampoernas Net Income and sales 2004-2009 We provide general recommendation to CEO of Sampoerna about building guiding coalition and anchoring new culture post acquisition of Philip Morris.Acquisition gets its objectives and makes significant results to organization. What makes it succeed? What should they do next in term based on their key success factors? DOSEN Dr. Ningky Sasanti Munir, MBA Ir. Setiadi Johar, DBA Soekono Soebekti, PhD Tjahjono Surjodibroto, MBA WIJAWIYATA MANAJEMEN ANGKATAN LXI STM PPM MANAJEMEN JALAN MENTENG RAYA NO. 9. JAKARTA pic Source Annual Report, 2005-2008 Figure 2. Sampoernas Market Shares 2004-2009 2